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Developing Leaders to Foster Inclusion & Social Change


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Iowa Student Personnel Association Pre-Conference Workshop

Developing Leaders to Foster Inclusion & Social Change
Presenter: Dr. Heidi Levine, Assistant Vice President for Student Affairs and Dean of Students at Cornell College

Monday, October 21, 2013, 10:00 am to Noon, St. Ambrose University

Published in: Education, Business
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Developing Leaders to Foster Inclusion & Social Change

  1. 1. Developing Leaders to Foster Inclusion & Social Change Heidi Levine, Ph.D. ISPA & Iowa Campus Compact 2013 Conference
  2. 2. What’s happening on your campuses?
  3. 3. Workshop Goals 0 Identify necessary staff competencies & approaches to staff intercultural competence capacity building 0 Introduce leadership development model focused on promoting social change 0 Identify models for implementing programs on different campuses
  4. 4. Professional Competencies: Intercultural Competence 0 The Equity, Diversity, and Inclusion (EDI) competency area includes the knowledge, skills, and attitudes needed to create learning environments that are enriched with diverse views and people. It is also designed to create an institutional ethos that accepts and celebrates differences among people, helping to free them of any misconceptions and prejudices. ACPA/NASPA Professional Competency Areas for Student Affairs Practitioners; July, 2010
  5. 5. Reframing the Concept Diversity All difference as equal Difference in cultural norms Multiculturalism Interculturalism Social Justice Promotes dialogue and exchange Power, privilege, entitlement: Internalized oppression and dominance in order to create equity
  6. 6. Social Justice Lens Adams, Bell and Griffin (2007) define social justice as both a process and a goal. “The goal of social justice education is full and equal participation of all groups in a society that is mutually shaped to meet their needs. Social justice includes a vision of society that is equitable and all members are physically and psychologically safe and secure.” Reference: Adams, M.E., Bell, L.A., & Griffin, P. (2007). Teaching for diversity and social justice, Second edition. New York: Routledge.
  7. 7. What Influences the Process? 0Identities
  8. 8. Race Specify Ableness Class Big 8 Gender Sexual Orientation Nationality Age Religion
  9. 9. What Influences the Process? 0Identities 0Dominant & Subordinate Identities 0Privilege 0Triggers 0Intent vs. Impact
  10. 10. Tools to Foster Inclusion 0 PAN: Pay Attention Now 0 RAPS: Relate, Ask, PAN, Share 0 Avoid dialogue traps 0 PLEs 0 Yes… but… 0 Cumulative impacts 0 Be open, be present & be willing to take risks!
  11. 11. Leadership & Social Change 0 Our goal is “… to prepare a new generation of leaders who understand that they can act as leaders to effect change without necessarily being in traditional leadership positions of power & authority.” Reference: Leadership for a Better World: Understanding the Social Change Model of Leadership Development (instructor’s guide) (2009). Wagner, Ostick, Komives & Associates. National Clearinghouse for Leadership Programs, Jossey-Bass.
  12. 12. Social Change is… 0Foundational 0Systemic 0Collaborative 0Serves the common good 0Not simple
  13. 13. The SevenCs Group Values Individual Values Society / Community Values
  14. 14. Collaboration 0 Collaboration is a central value in the model that views leadership as a group process. It increases group effectiveness because it capitalizes on the multiple talents and perspectives of each group member, using the power of that diversity to generate creative solutions and actions. Collaboration underscores the model’s relational focus. Collaboration is about human relationships, about achieving common goals by sharing responsibility, authority, and accountability. It is leadership for service.
  15. 15. Common Purpose 0 A common purpose develops when people work with others within a shared set of aims and values. Shared aims facilitate group members’ engagement in collective analysis of the issues and the task to be undertaken. Common purpose is best achieved when all members of the group build and share in the vision and participate actively in articulating the purpose and goals of the group work.
  16. 16. Controversy with Civility 0 Controversy with civility recognizes two fundamental realities of any group effort: first, that differences in viewpoint are inevitable and valuable, and, second, that such differences must be aired openly and with respect and courtesy. Disagreements are inherent in almost any social interaction or group process. They bring valuable perspectives and information to the collaborative group, but eventually, they must be resolved. Such resolution is accomplished through open and honest dialogue backed by the group’s commitment to understand the sources of the disagreement and to work cooperatively toward common solutions.
  17. 17. Consciousness of Self 0 Consciousness of self means knowledge of yourself, or simply self-awareness. It is awareness of the values, emotions, attitudes, and beliefs that motivate one to take action. A person with a highly developed capacity for consciousness of self not only has a reasonably accurate self-concept but also is a good observer of his or her own behavior and state of mind at any given time. Consciousness of self is a fundamental value in the Social Change Model of Leadership because it constitutes the necessary condition for realizing all the other values in the model.
  18. 18. Congruence 0 Congruence is thinking, feeling, and behaving with consistency, genuineness, authenticity and honesty toward others. Congruent persons are those whose actions are consistent with their most deeply held beliefs and convictions. Being clear about one's values, beliefs, strengths, and limitations, who one is as an individual, is essential.
  19. 19. Commitment 0 Commitment implies intensity and duration in relation to a person, idea, or activity. It requires a significant involvement and investment of self in the object of commitment and in the intended outcomes. It is the energy that drives the collective effort. Commitment is essential to accomplishing change- It is the heart, the profound passion that drives one to action. Commitment originates from within. No one can force a person to commit to something, but organizations and colleagues can create and support an environment that resonates with each individual's heart and passions.
  20. 20. Citizenship 0 Citizenship names the process whereby the self is responsibly connected to the environment and the community. It acknowledges the interdependence of all involved in the leadership effort. Citizenship thus recognizes that effective democracy requires individual responsibility as well as individual rights. Citizenship, in the context of the Social Change Model, means more than membership; it implies active engagement of the individual and the leadership group in an effort to serve the community. It implies social or civic responsibility. It is, in short, the value of caring about others.
  21. 21. Is it Citizenship? 0 Volunteering for a local park clean-up 0 Singing in your church choir 0 Reading the newspaper 0 Leaving a comment on a political blog 0 Providing pro bono financial record-keeping for a local homeless shelter 0 Providing pro bono financial record-keeping for your church 0 Not shopping at a business because you disagree with their practices & policies 0 Buying brownies from a student organization bake sale 0 Being a vegetarian
  22. 22. Assessing Leadership 0Multi-Institutional Study of Leadership 0Socially Responsible Leadership Scale
  23. 23. What Can You Bring Home?
  24. 24. Two Examples 0Inclusion Conversations 0Cornell Leadership Certificate Program
  25. 25. Resources 0ACPA: College Student Educators, International 0Social Justice Training Institute 0National Clearinghouse for Leadership Programs